Use Balanced Scorecard Model to set up the Strategic Performance -Emergency Department of Medical Center Hospital in Taiwan
Date Issued
2004
Date
2004
Author(s)
Wang, Lee-Min
DOI
zh-TW
Abstract
The National Health Insurance (NHI) had been implemented to the healthcare environment in Taiwan. The policy of the health insurance continued to change. The hospital faced to this condition, to set up the balance system between financial policy and the quality care is necessary. The operation of hospitals in Taiwan are facing difficult challenges to survive. To improve the quality of emergency care is the best way of the policy. How to use the balanced scorecard (BSC) model to set up the strategic performance is important. BSC is designed to establish a performance that is important and easy to perform the strategic map for our visions.
This study was performed in emergency dependant (ED) of medical center hospital in north of Taiwan . The purposes of the study were to build up the BSC at an emergency department.
To compare the differences before and after the BSC was implemented within two yeas. The research design was description and comparative and studied the human resources in ED. A purposive sampling was used to collect data from the questionnaire to the patient and healthcare worker.
During the study 432 questionnaires were sent out for patents who visited ED and resulted 153 valid questionnaires 72 questionnaires were sent but for nurses and resulted 63 valid questionnaires 31questionnairs for the doctors with 14 valid questionnaires were collected.
From January to December, 2001 we collected to secondary data including laboratory date patient complains finance reporting and job training time, we performed the BSC on 2002.BSCconsisted of four domains (1) Learning and growth : including practicing standard job training communication and telephone skills training Computer science emergency news and quality control .(2) Internal business process including standard process for laboratory tests ,one-way delivery services, register triage and counter, integrated information. (3) Customers: including patient complain services.(4) Financial: including planning cost concept training and cost –based center revising cost sheets, practicing standard counting process and using the computer.
All of above the data were analyzed with spss12.0 Mann –Whitney test and Fisher’s exact test to statistic analysis .P<0.05.
The result revealed that (1) learning & growth : nurse on job training hours increased from 41.8 to 45.5 hours. The numbers of emergency physician’s research projects were over five. The ED staffs were all satisfied with professional training in ED after BSC. (2) Internal business process: The efficacy of laboratory tests was improved after BSC, The incidence of disqualified samples decreased after BSC. (3) Customers: The patients were satisfied with the service of ED Staff by increment of 4% after BSC. The healthcare workers were satisfied with good teamwork in ED.
(4)Finance: The financial reporting showed positive increased on three months after BSC in 2002 and special material costs were improved after BSC (P<0.05).
From this study, we used the performance indicators to improve the quality of medical care in our emergency department. We recommended establishing the balanced scorecard model to the cost accounting center of medical center hospital in Taiwan.
Subjects
急診部門
問卷.
策略性績效
平衡計分卡
emergency department (ED)
balanced scorecard (BSC)
SDGs
Type
thesis
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